On Engineering Leadership, Organizational Structure, and Code

Techniques for leveraging Impostor Syndrome to enhance your role as a manager while emphasizing the significance of embracing discomfort, fostering self-awareness, and cultivating a culture of continuous learning.

This blog post delves into the defining traits that set Good Engineering Managers apart from their less effective counterparts. It explores key responsibilities such as technical debt management, resource allocation, and fostering a culture of openness, while also shedding light on the pitfalls that Bad Engineering Managers often fall into, including neglecting long-term technical health and creating a culture of fear and silence.

In building a strong engineering culture, transparency and open communication are key. Through practical measures like regular meetings, blameless postmortems, and open sharing of information, a harmonious and innovative workspace is not just an aspiration but a tangible reality.